Ch 6: Applied Performance Practices

Front 1

MEANING OF MONEY IN THE WORKPLACE

Back 1

1. Symbol of success

2. Reinforcer and motivator

3. Reflection of performance

4. Source of less/more anxiety

*differences in meaning for gender and cultures

*important external motivator

Front 2

4 MICRO-LEVEL REWARDS SYSTEMS

Back 2

1. Membership/Seniority based rewards

2. Job Status based rewards

3. Competency based rewards

4. Performance based rewards

Front 3

MEMBERSHIP/SENIORITY BASED REWARDS

Back 3

Fixed wages, increases with seniority

Front 4

ADVANTAGES OF MEMBERSHIP/SENIORITY BASED REWARDS

Back 4

1. Guaranteed wages may attract job applicants

2. Reduces turnover

Front 5

DISADVANTAGES OF MEMBERSHIP/SENIORITY BASED REWARDS

Back 5

1. Doesn't motivate job performance

2. Discourages poor performers from leaving

3. May act as golden handcuffs (tie people to the job)

Front 6

JOB STATUS BASED REWARDS

Back 6

The more your job is worth to the company the higher your reward.

Includes job evaluation and status perks

Applies the equity theory

Front 7

ADVANTAGES OF JOB STATUS BASED REWARDS

Back 7

1. Job evaluation tries to maintain fairness

2. Motivates competitors for promotions (establishes a career path within org)

Front 8

DISADVANTAGES OF JOB STATUS BASED REWARDS

Back 8

1. Employees exaggerate duties, hoard resources

2. Reinforce status

3. Encourages hierarchy (high power distance)

4. Might undermine cost-efficiency, responsiveness, and communication

Front 9

COMPETENCY BASED REWARDS

Back 9

Pay increases with competencies acquired and demonstrated; Evaluating the skill set of the employee rather than the job itself

Front 10

ADVANTAGES OF COMPETENCY BASED REWARDS

Back 10

1. More flexible work force

2. Better quality of work

3. Consistent with employability

4. More negotiating power for employees

Front 11

DISADVANTAGES OF COMPETENCY BASED REWARDS

Back 11

1. Potentially subjective

2. Higher training costs

Front 12

MACRO-LEVEL ORGANIZATIONAL REWARDS

Back 12

1. Organizational bonuses (company trips)

2. Employee stock ownership plans (ESOPS)

3. Stock options

4. Profit-sharing plans

Front 13

ADVANTAGES OF ORGANIZATIONAL REWARDS

Back 13

1. Creates an 'ownership culture'

2. Increases employee commitment

3. Adjusts pay with firm's prosperity (both advantage and disadvantage?)

Front 14

DISADVANTAGES OF ORGANIZATIONAL REWARDS

Back 14

1. Adjusts pay with firm's prosperity (both advantage and disadvantage?)

2. Weak link between individual effort and rewards

3. Rewards affectd by external forces

Front 15

IMPROVING REWARD EFFECTIVENESS

Back 15

1. Link rewards to performance

2. Ensure rewards are relevant to employees

3. Team rewards for team jobs; individual rewards for individual jobs

4. Ensure rewards are valued

5. Watch out for unintended consequences

Front 16

JOB DESIGN

Back 16

Assigning tasks to a job, including the interdependency of those tasks with other jobs

Front 17

ORGANIZATION'S GOAL OF JOB DESIGN

Back 17

To create jobs that can be performed efficiently yet employees are motivated and engaged

Front 18

JOB SPECIALIZATION

Back 18

The result of division of labor in which work is subdivided into separate jobs assigned to different people. Each resulting job includes a narrow subset of tasks, usually completed in a short cycle time

Front 19

ADVANTAGES OF JOB SPECIALIZATION

Back 19

1. Less time changing activities

2. Lower training costs

3. Job mastered quickly

4. Better person-job matching

Front 20

DISADVANTAGES OF JOB SPECIALIZATION

Back 20

1. Job boredom

2. Discontentment pay

3. Higher costs

4. Lower quality work

5. Lower motivation

Front 21

SCIENTIFIC MANAGEMENT

Back 21

The practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency

Front 22

JOB CHARACTERISTICS MODEL

Back 22

A job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties; it maximizes person-job fit

Front 23

CORE JOB CHARACTERISTICS

Back 23

ANY job can be defined by 5 core characteristics

1. Skill variety

2. Task identity

3. Task significance

5. Feedback from job

These characteristics influence psychological state, which influence the outcomes

Front 24

MEANINGFULNESS IS INFLUENCED BY:

Back 24

1. Skill variety

2. Task identity

3. Task significance

Front 25

RESPONSIBILITY IS INFLUENCED BY:

Back 25

Job Autonomy

Front 26

KNOWLEDGE OF RESULTS IS INFLUENCED BY:

Back 26

Feedback from the job

Front 27

OUTCOMES IN JOB CHARACTERISTIC MODEL

Back 27

1. Work motivation

2. Growth Satisfaction

3. General Satisfaction

4. Work effectiveness

Front 28

HIGHER NEED FOR AUTONOMY=

Back 28

Higher growth needs strength (GNS). High GNS needs more job enrichment

Front 29

LOWER NEED FOR AUTONOMY=

Back 29

Lower growth needs strength (GNS). Low GNS may work better with job specialization.

Front 30

JOB ROTATION

Back 30

Moving from one job to another

Front 31

BENEFITS OF JOB ROTATION

Back 31

1. Minimizes repetitive strain injury

2. Multiskills the workforce

3. Potentially reduces job boredom

Front 32

JOB ENLARGEMENT

Back 32

Adding tasks to an existing job; a cost effective strategy for combating job boredom. But must add job enrichment as well in order to be effective. NOT effective if employee does not want more responsibility!

Front 33

JOB ENRICHMENT

Back 33

Given more responsibility for scheduling, coordinating, and planning one's own work;

1. Clustering tasks into natural groups

2. Establishing client relationships

Front 34

4 DIMENSIONS OF EMPOWERMENT

Back 34

1. Self-determination

2. Meaning

3. Competence

4. Impact

Must utilize these 4 in order to maximize empowerment

Front 35

SELF-DETERMINATION

Back 35

Employees feel they have freedom and discretion

Front 36

MEANING

Back 36

Employees believe their work is important

Front 37

COMPETENCE

Back 37

Employees have feelings of self-efficacy

Front 38

IMPACT

Back 38

Employees feel their actions influence success

Front 39

SUPPORTING EMPOWERMENT

Back 39

1. Individual factors--possess required competencies, able to perform the work

2. Job design factors--autonomy, task identity, task significance, job feedback

3. Organizational factors--resources, learning orientation, trust

Front 40

SELF-LEADERSHIP

Back 40

The process of influencing oneself to establish the self-direction and self-motivation needed to perform a task; an extension of empowerment

Front 41

5 ELEMENTS OF SELF-LEADERSHIP

Back 41

1. Personal goal setting

2. Constructive thought pattern

3. Designing natural rewards

4. Self-monitoring

5. Self-reinforcement

Front 42

PERSONAL GOAL SETTING

Back 42

Employees set their own goals; apply effective goal setting practices; SMARTER goals

Front 43

CONSTRUCTIVE THOUGHT PATTERNS

Back 43

1. Positive self talk

2. Mental Imagery

Front 44

POSITIVE SELF TALK

Back 44

Talking to ourselves about thoughts/actions; potentially increases self-efficacy

Front 45

MENTAL IMAGERY

Back 45

Mentally practicing a task; visualizing successful task completion

Front 46

DESIGNING NATURAL REWARDS

Back 46

Finding ways to make the job itself more motivating; ask yourself WHY is this beneficial to me?

Front 47

SELF-MONITORING

Back 47

Keeping track of your progress toward the self-set goal; looking for naturally occurring feedback and designing artificial feedback

Front 48

SELF-REINFORCEMENT

Back 48

Taking a reinforcer only after completing a self-set goal; if I finish this, I will reward myself with that.

Front 49

SELF-LEADERSHIP CONTINGENCIES; THE INDIVIDUAL FACTORS

Back 49

1. Higher levels of conscientiousness and extroversion tend to do better

2. Positive self-evaluation (self-esteem, self-efficacy, internal locus) tend to do better

Front 50

SELF-LEADERSHIP CONTINGENCIES; THE ORGANIZATIONAL FACTORS

Back 50

1. Job autonomy--if none, this interferes!

2. Participative and trustworthy leadership; no management support will interfere!

3. Measurement-oriented culture